Schedule Design AACE

A Framework for Schedule Design
Planning for Schedule Development

Chris Carson, PSP Patrick Kelly, PSP
Corporate Director of Project Controls Project Controls Manager

Chris.Carson@alphacorporation.com Patrick.Kelly@alphacorporation.com
(O) 757-533-9368 (M) 757-342-5524 (O) 757-533-9368 (M) 757-217-6820
AACE International’s 52nd Annual Meeting
and ICEC’s 6th World Congress
on Cost Engineering, Project Management, and Quantity Surveying

AACE International’s 52nd Annual Meeting & ICEC’s 6th World Congress

Schedule Design - Introduction

• A proper schedule addresses the needs of
project management in balance with the
requirements of the specifications, providing
accurate predictive capabilities with an
appropriate level of detail that ensures a
nimble yet accurate management tool.
• Such schedules are not put together
mindlessly; they must be intentionally
designed to achieve this purpose.
2



• Schedules are rarely Designed; rather,
Schedulers tend to move directly into
Schedule Planning and Development.
– The focus is generally on the mechanics of
Development, not the reason for the schedule.
– Decisions such as level of detail, reporting needs,
end user needs, abilities of the input user, and
others, are allowed to develop as an offshoot of

3



• Following a Framework for Schedule Design will ensure that
project schedules will meet all participant’s needs, from
Project Superintendents to the Project’s End User.
– Building a schedule is a project in itself, and Design is planning for a
– Good Design will yield significant benefits by achieving project team
buy-in at the Design phase.
• Purpose: to provide a detailed and structured approach to
designing a schedule, with a checklist and question and
answer approach that allows the scheduler / planner to
leverage their planning time into a good layout for the full
Schedule Planning and Development process.

4


Schedule Design - Background

• Why design a schedule?
– A schedule meets the criteria for a “project” in itself.
– A schedule is a guideline or plan for a project.
– A schedule provides a a methodical approach for a project.
– Keeps the Schedule Planning and Development on track.
– Prevents rework due to late understanding of needs.
– Allows buy-in from end users prior to Development.
– Makes the Schedule Planning and Development session much more
meaningful.
– Documents the assumptions and intention of the schedule.
• For reviewer and approver.
• For future reference.
• To facilitate changes in schedulers.
• Place to capture Lessons Learned.

5



• What is Schedule Design, and how does it differ
from Schedule Planning and Development?
• What is the uniform taxonomy of these terms, and
what is their relationship to one another?
• Total Cost Management Framework provides good
definitions of the differences.

6



• Design vs. Development.
– Schedule Design exists primarily in 7.1 Project Scope
and Execution Strategy Development.
– Planning and Development exist in 7.2 Schedule
Planning and Development.

7



• 7.1 Project Scope and Execution Strategy
Development.
– “The project scope and execution strategy development
process translates the project implementation basis (i.e.,
asset scope, objectives, constraints, and assumptions)
into controllable project scope definition and an execution
strategy.
– The project scope defines what the work is (i.e., the work
that must be performed to deliver a product, service, or
result with the specified features and functions).
– The execution strategy establishes criteria for how the
work will be implemented (i.e., the general approach
through which the work will be performed.)”

8



• TCM 7.1 Process Map.

9



• 7.2 Schedule Planning and Development.
– “Schedule planning and development are the processes
for the planning of work over time in consideration of the
costs and resources for that work. Schedule planning and
schedule development are separate, but related, sub-
processes that call for different skills and knowledge
emphasis.
• Schedule planning consists of breaking work package scope into
activities, and logically ordering those activities into the sequence
in which they will be best performed. Result is a detailed, but
conceptual, non-resource driven, schedule.
• Schedule development consists of enhancing the model created
in planning and allocating available resources, to iteratively
generate the as-planned schedule model that becomes the
schedule control baseline.
10



• TCM 7.2 Process Map.

Schedule Design is a prerequisite
to Schedule Planning

11



• Summary of Process Maps.
RP 23R-02
Identification of
Activities establishes
Schedule
the start of this
Design
phase.

TCM 7.1 Schedule
Planning
Defines the work that
must be performed to
deliver the Project, the
Schedule
general approach
Development
through which the work
will be performed, and
the schedule architecture
TCM 7.2
needed to support.
12



• Note on PSP Scope of Knowledge RP
14R-90.
– “Schedule Development” is defined to encompass
what TCM refers to as Design and Development.
– RP 14R-90 also uses the terms “Planning” and
“Scheduling” to define some of these functions.
– TCM and the PSP Scope of Knowledge have
unresolved overlap in terminology.
• Clearly, both Design and Development are part of the
Skills and Knowledge of a Planning and Scheduling
Professional.
• This presentation uses TCM framework to drive
definitions and delineate the Design process.
13



• Design vs. Development – How PMI & PMBOK handles it?
– PMBOK identifies six Project Time Management processes, usually
defined as part of the project lifecycle, Section 2.1 of PMBOK.
• Activity Definition.
• Activity Sequencing.
• Activity Resource Estimating.
• Activity Duration Estimating.
• Schedule Development.
• Schedule Control.
– These processes are preceded by a planning effort by the project
management team, which is part of PMBOK’s “Develop Project
Management Plan”, PMBOK Section 4.3 (which sets the format and
establishes criteria for developing the project schedule).
– These processes are documented in what PMBOK calls a Schedule
Management Plan, which is contained in the project management
plan, in the introduction to Section 4.3, Project Integration
Management.

14



• PMBOK Process Inputs.
– The inputs for the different Time Management Processes are listed
as:
• Activity list.
• Product description.
• Mandatory dependencies.
• Discretionary dependencies.
• External dependencies.
• Resource requirements.
• Resource capabilities.
• Historical information.
• Identified risks.
• Constraints.
• Assumptions.
– All of these items, along with the Schedule Management Plan, are
part of Schedule Design, but PMBOK does not offer clear definition
and delineation of Schedule Design.
– The Time Management Processes do not include Schedule Design.

15



• Design vs. Development – why
emphasize the distinction?
– Design tends to be ignored in favor of jumping
right into development.
• Many schedulers elect to begin creating activities
instead of Designing.
• Work is subsequently repetitive, with lots of potential for
rework.
• Results tend to be disorganized.
• Avoid planning mistakes and problems.
16



• Poorly designed Activity Coding:

Repetitive
Activity Coding
and Grouping
Levels due to
lack of
forethought in
structure

17



• Activities driving the Work Breakdown Structure:

Inconsistent
levels of detail
due to
unorganized
activity entry.
Hinders
grouping and
comparison.

18



• Lack of Good Area Definition preventing activity
closeout:
Areas are so
broadly defined
that activities
sit at nearly
complete for
large parts of
the project.
Hinders
productivity
analysis, good
cost loading,
accurate as-
built dates.

19



• Inconsistency in level of detail throughout trades:
Some trades
are heavily
developed
while others
are left with
summary-level
activities only.

20


Schedule Design – Components of the Design Process

Scope of Design vs. Development.
Design – Conceptualizing the schedule.
Planning the Schedule.
Starting with the end in mind.
Providing concept of final product.
Creating organizational structure to fulfill the concept.
Timing.
Must be done prior to Schedule Planning and
Development.

21



Documentation and use of Schedule Design.
Create a book or binder.
Use the highest level of checklist outline items as tabs.
Use the book as basis for schedule submittal
documentation.
Keep the book current during project.
Use the book for handoff between schedulers.
Share a copy of the book with superintendent/PM.

22



Schedule Design Process.
Development of Controllable Project
Scope Definition.
Development of Execution Strategy.

23


Schedule Design Checklist

Development of Controllable Project Scope
Definition
Collection of Inputs
Project Implementation Basis (or Project Plan) (TCM
4.1).
Project Historical Information (TCM 10.4).
Change Management Plan (TCM 10.3).
Team Players.
Other Planning Process Plans (TCM 7.2 to 7.7).
Develop Work Breakdown Structure

24


Schedule Design Checklist - Development of Controllable
Project Scope Definition

Project Implementation Basis (or Project
Plan) (TCM 4.1).
Contract (TCM 7.7).
Notice to Proceed or Release Letter.
Project Drawings.
Area Designation Plan.
Sequencing plan.
Specifications.
Scheduling Specification.
Scope of Work definition.
Liquidated Damages schedule.
Owner-provided items & scope.

25



Schedule Specification – General Contents.

26



Project Implementation Basis (or Project
Plan) (TCM 4.1).
Owner milestones, phases, or master schedules.
Estimate & quantity surveys/bills of materials. (TCM 7.3).
Any existing internal WBS.
Owner separate contracts and scope (coordination
between this and other external projects).
Value Analysis and Engineering (TCM 7.5).

27



Project Historical Information (TCM 10.4).
Collection of data from the Project Historical Database.
Actual Schedule Data.
Actual Resource Data.
Project Lessons Learned.
Incorporation of this data aids in development of
Execution Plan.

28



Change Management Plan (TCM 10.3).
Notification requirements.
Methodology allowed.
Quality control process.
Process flowchart.

29



Change Management Plan Control Process.

30



Change Management Plan Process Flowchart.
Collect Admin Verify All
Progress Data Data
No
Critical Path
Delay?
Request for Collect Field Status Update Compare to
Update Data Progress Data Schedule Schedule Baseline
Yes

Identify Contract
Changes Identify Previous
Period
Critical Path
Publish
Research Updated
Quantify Identify Causal Identify Changes
Documents For Schedule
Delays Delay Activities To Critical Path
Driving Delays

Is the
Assess Any Perform Owner
Yes Yes
Prepare
Responsibility Concurrent Concurrent Delay Responsible
Recovery
For Delays Delays? Analysis For Delay?
Schedule

No
No
Resolve
Subcontractor
Is a
Is the
Contributions
No No
Verify Single Owner Subcontractor
Source Delay Responsible
Responsible
Responsibility For Delay?
For Delay?
Discuss Delay &
Mitigation with
Yes
Subcontractor
Yes
Proposed Schedule Update
With Change Management Discuss Delay Prepare Delay
& Mitigation Analysis
With Owner & Change Order

31



Team Players.
Organizational Chart.
Identify the Schedule Users.
Who has Input?
Who Updates?
Who Checks for Accuracy?
Who Reviews?
Who approves?
Identify Responsibility Assignment Matrix (RAM).

32



RAM Example (based on PMBOK RACI Chart).

33



Other Planning Process Plans (TCM 7.2 to 7.7).
Many of these processes have been covered in other
items.
We recommend reading the publication.

34



Develop Work Breakdown Structure.
Translate asset scope into component deliverables
(“decomposition”).
Ensure consistency in WBS levels, to facilitate
comparison.

35



Schedule Design Process.
Development of Controllable Project.
Scope Definition.
Development of Execution Strategy.

36


Schedule Design Checklist

Development of Controllable Execution
Strategy.
Organizational Breakdown Structure.
Work Package Development.
Schedule Design Output (Software Driven).
Outline Schedule.
Risk Analysis.
Definition of Processes.
37


Schedule Design Checklist - Development of Execution
Strategy

Organizational Breakdown Structure.

From: DOE Training “EVM Tutorial – WBS”
by Booze-Allen-Hamilton

38


Strategy

Work Package Development.
By Contract.
As assigned by Client.

VI. Work Packages
Division 2 and 5 Specifications require the following Work Packages:
– Superstructure Waterproofing
– Corrosion Protection of Structural Steelwork
– Movements and Tolerances Specification for Structural Steel
– Structural Steel Superstructure
– Cast in Place Concrete

39


Strategy

Schedule Design Output (Software Driven)
Software Identification.
Specific software.
Required minimum and versions allowed.
Enterprise specific issues.
Users identified.
Schedules used for import or data source.
Levels of access.
Validation process.
For master schedules, establish data dates.

40


Strategy

Schedule Design Output (Software Driven).
Purpose of Work Product.
What the Schedule can be used for (purpose).
Superintendent work schedule.
Buyout schedule.
Justification of time requests.
Claims/Dispute Resolution.
Reports Generated from the Schedule.
Who receives reports.
List of reports.
Samples of reports.
Glossary/Lexicon of ambiguous terms.

41


Strategy – Example of Lexicon

General Notes Regarding this Report:
• “Program,” “Programme,” and “Baseline CPM,” and “Schedule” all have
the same definition and are used interchangeably.
• “Snagging” and “Punch-out” have the same definition and are used
interchangeably.
• “Fixed” and “Rough-in” have roughly the same definition. For clarification
purposes, “Fixed” has been used in this Program.
• “Conventional concrete” is defined as post-tension poured-in-place
concrete.
• “Wild Air” is defined as a stage in construction, for which the building is
closed in by perimeter walls and ventilation has started. (Ventilation only,
not complete environmental controls or functioning air conditioning.) This
term is used in lieu of “environmental controls,” or “drying –in” as wet
weather is not a real factor in Dubai.
• “Raft” construction consists of the foundation including but not limited to
piles, grade beams, footers, and slab-on-grade.
42


Strategy

Level of Detail.
Determine approach:
Bottom-up (starting with detailed activities).
Top-down (starting with summary schedule).
Both (prepare Top-down, then Bottom-up).
Identify frequency of updates.
Establish smallest activity duration range.

43


Strategy

Codes Dictionary.
For tracking and monitoring work:
Work Phase.
Structure.
Area.
Floor or Station.
Location.
For Project Management:
Responsibility.
Work Shifts.
Costs.
Resource.
Specification.
Change management.

44


Strategy

Weather Planning & Calendars.
Weather planning.
Expected adverse weather.
Identify source or specification requirement.
Identify methodology.
Identify accounting method for actual weather.
Establish number of calendars needed.
Define calendars and application.

45


Strategy

Example of Calendar Section:

• Calendars are defined as follows:
– Calendar 1 – 24 hours a day, 7 days a week.
– Calendar 2 – 24 hours a day, only Fridays off. (This is the Default Calendar.)
– Calendar 3 – Night Shift, only Fridays off.
– Calendar 4 – Night Shift, 24 hours a day, 7 days a week.
– Please note that 01140/1.9.a. requires that the Contractor notify the Client
regarding multiple shifts, etc. This has been accomplished by using Day
and Night sift calendars as well as by incorporating multiple crew codes into
the Program. (For more on Crews, please refer to the Resources section of
this report.)

46


Strategy

Cost & Resources.
Estimate & correlation to cost loading.
Bill of Quantities & use in resources.
Resource Crew descriptions.
Equipment descriptions.
How actual production will be monitored.
Earned Value Management System.
47


Strategy

Outline Schedule.
Outline Schedule.
Key Activities being tracked.
Client Milestones.
Long Lead Items.
WBS Structure.
Other Contracts on Project.
Narrative Basis and Assumptions.
Procedure Used to create the Schedule.
Definitions/lexicon.
Description of sequence of work per structure.

48


Strategy

Narrative Basis.

49


Strategy

Example of Schedule Narrative Explanation:

Schedules:
• 01320/1.04 - Tender Works Schedule: A detailed schedule depicting
construction sequencing and dates at the Tender stage.
• 01320/1.05 – Schedule of Works: This is a detailed Baseline CPM
schedule. This schedule will be cost loaded, resource loaded with
manpower and equipment, and incorporate the Bill of Quantities. This
schedule will not only show construction activities, but will also
demonstrate procurement and submittal activities. The submission of
this schedule will include initial project histograms (for manpower,
definable features of work, and submittal items) and a S-Curves (for
costs, manpower, and submittal items.) Finally, this package will
include any support data including but not limited to a Narrative
explaining calendar usage, estimated average manpower, planned
procurement of materials and equipment, etc.
50


Strategy

Risk Analysis (TCM 7.6).
Risks and Constructability.
Brainstorming of issues.
Known problems & constructability (threats & opportunities).
Provisional Items.
Predicted Problems.
Lessons Learned.
Outside influences.
Site condition concerns.
Develop Risk Management Plan.
Initial process during baseline schedule development.
Process for use during updates.

51


Strategy

Risk Management Plan.
– Based on PMBOK.

52


Strategy

Risk Analysis (TCM 7.6).
Time Contingencies.
Amounts.
Specific trade (from risk management
plan).
Specific contractor contingency.
How carried.
Use historical data for reference.
53


Strategy

Specific Trade Contingency Determination – Based on
Historical Data.
Time Performance Ratio

12.0
10.0
8.0
TPR

6.0
4.0
2.0
0.0

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54


Strategy

Update Process.
Frequency.
Data request and transmission.
Validation.
Process flowchart.
Collect Admin Verify All
Progress Data Data

Request for Collect Field Status Update Compare to
Update Data Progress Data Schedule Schedule Baseline

Identify Contract
Changes

55


Strategy

Establish Update process.

56


Strategy

Recovery Process.
Identify what logic changes
are acceptable without formal
approval.
Identify what constitutes a
Revision requiring approval.
Provide process description
or flow chart.

57


Strategy

Dispute Resolution Process.
Review program for claims avoidance.
Reinforce planning for claims avoidance.
Identify specific program for claims avoidance during schedule
updates and change management.
Identify steps if change management process fails or
stalls.
Follow specifications.
Provide time frames for stages in process.
Provide process description or flow chart.

58


Strategy

Reporting.
Define all reports.
Provide examples.

59


Schedule Design

• Conclusion.
– At the end of this process, TCM 7.2 should be ready to begin.
– Although this requires an initial investment in time, there will be a
savings during Planning/Development, and a reduction in rework.
– For success in Schedule Planning and Development, Schedule
Design should be a completely different process.
– Process must be done prior to Development.
– Process and results documented.
– Documentation done in formal Schedule Design Book.
– Book used to provide continuity between schedulers or project
managers.

60


Schedule Design

• Resources.
– See Lance Stephenson’s “Schedule Basis Memorandum”
paper, also addresses schedule levels.
– See AACEi’s Total Cost Management.
– See PMBOK for Risk Management process.
• Recommendations.
– Get involved with AACEi and the Recommended Practices
development.
– Get involved with the CoS SEI Project developing Best
Practices and Guidelines for Scheduling.
– Get involved with CMAA in the Time Management
development.
61


Schedule Design

Questions?

Recommendations?

62

A Framework for Schedule Design
Planning for Schedule Development

Chris Carson, PSP Patrick Kelly, PSP
Corporate Director of Project Controls Project Controls Manager
Alpha Construction & Engineering Corporation Alpha Construction & Engineering Corporation
Chris.Carson@alphacorporation.com Patrick.Kelly@alphacorporation.com
(O) 757-533-9368 (M) 757-342-5524 (O) 757-533-9368 (M) 757-217-6820
AACE International’s 52nd Annual Meeting
and ICEC’s 6th World Congress
on Cost Engineering, Project Management, and Quantity Surveying

Schedule Design AACE

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